CELONA APRIL BARCELONA APRIL BARCELONA APRIL 200. Principles of action. Principles of action
|
|
- Noah Edwin Watts
- 1 years ago
- Views:
Transcription
1 CELONA APRIL BARCELONA APRIL BARCELONA APRIL 200 Principles of action Principles of action
2 LONA APRIL BARCELONA APRIL BARCELONA APRIL 2003.
3 ..BARCELONA APRIL BARCELONA APRIL BARCELONA APRIL Our vision To be the undisputed world leader in building materials Our commitments To our customers, our employees, our communities, our shareholders The Lafarge Way Making our people successful Focusing on performance improvement With a multi-local organization To build our performance culture
4 LONA APRIL BARCELONA APRIL BARCELONA APRIL Our vision Our vision To be the undisputed world leader in building materials
5 ..BARCELONA APRIL BARCELONA APRIL BARCELONA APRIL > > > Being the best Growing fast with the best value creation Our mission is to provide the construction sector with products, systems and solutions which are the most reliable, innovative and costeffective. With a leadership position in each of our business lines, we are now the world leader in building materials. This gives us the strength and the opportunity to shape and develop the future of our industries. Our goal is to strengthen this leadership position by being the best, through our commitment to be: The preferred supplier for our customers. The preferred company for our employees. The preferred partner for our communities. The preferred investment for our shareholders. Cement, Aggregates and Concrete, Roofing and Gypsum will give us ample growth potential for the next several years. Each of these business lines will contribute by growing faster than the competition and average market trends. Our objective is to grow at a doubledigit annual rate over time. We will achieve this by: Accelerating our organic growth through the development of innovative products, systems and solutions, and through an increasing share of the fast-growing markets in our portfolio. Conducting acquisitions that will result from the continuing consolidation of our industries. Developing in the long term in other building materials, where we can achieve international leadership. The measure of success will be our capacity to be better at creating value than our competitors. This is also a condition of maintaining our independence to conduct our strategies. Achieving global leadership in local businesses through excellence at multi-local management Excellence at multi-local management means combining local initiatives with our global strengths by: Mobilizing the full talents and energies of our people to realize our global ambition in each local market. Taking the initiative locally with a global mindset, encouraging and enabling people throughout the Group to share experience, to focus on adapting best practices to local conditions and to innovate further. Leveraging these capabilities to excel at: Providing a differentiated offer meeting customer needs in each local market. Delivering continuous performance improvement. Building international teams and networks working for common goals. We want to share our vision with all of our people to make it happen PRINCIPLES OF ACTION/2003
6 LONA APRIL BARCELONA APRIL BARCELONA APRIL Our Our commitments To our customers, our employees, our communities, our shareholders
7 ..BARCELONA APRIL BARCELONA APRIL BARCELONA APRIL > > > > Generating value for our customers Our success depends on the success of our customers. We are committed to help them create more value in their businesses than our competitors can. Being the preferred supplier for our customers means: Best understanding the needs and businesses of our different types of customers. Developing and delivering the most relevant and valuable products, systems and solutions by leveraging our global experience. Leading our industries in product and service innovation. Being a customer-driven organization and involving every employee in this ambition. Being measured by our customer satisfaction and loyalty. We want the Lafarge brand to stand for these commitments to excellence in our customers minds throughout the world. Giving our people every opportunity to contribute and develop their talents Lafarge employees embody the company s culture and know-how. Their expertise, motivation, capacity to develop and to demonstrate flexibility, creativity and entrepreneurial spirit are key to the overall success of the company. Being the preferred employer for our people means: Working in a uniquely participative and supportive environment where people act out of conviction and where daily interaction is founded on trust, respect, dialog and teamwork. Giving our people exciting and challenging responsibilities and the support they need to be successful. Developing talents and potential through constant opportunities of training programs and on-the-job coaching. Fostering an environment where information is widely available and spontaneously shared. Being a truly international company where diversity is a valued asset. Giving the utmost priority to safety an integral part of excellence. Contributing to building a better world for our communities We will succeed in creating sustainable value by contributing to economic, social and environmental progress. Wherever present, we operate with the utmost respect for the common interest of present and future generations. Being the preferred partner for our communities means: Acting as responsible members of our communities, contributing to their vitality by generating economic growth, developing local human capital, advancing human health, rights and well being and supporting social, educational and cultural advancement. Being committed to and engaged in the protection of the environment, in the mitigation of climate change and in the conservation of nonrenewable resources. Contributing to economic progress through healthy and vigorous competition and committing to share value creation with our customers and end-users. Our responsibility is as much about complying with local and international laws and standards as about aligning our actions with our values. Respect for the common interest, openness and dialog, integrity and commitment are the main ethical principles of our Group and of our people. Delivering the value creation that our shareholders expect Our Group s ability to conduct its strategies depends on the continuing trust and loyalty of our shareholders. Being the preferred investment for our shareholders means: Delivering value creation through growth and continuous performance improvement. Maintaining our financial strength. Being a reference for corporate governance. Respecting the interest of our minority partners. Providing financial markets with regular and reliable information regarding our strategies, performance and results. We want the Lafarge brand to represent our commitment to excellence PRINCIPLES OF ACTION/2003
8 BARCELONA APRIL BARCELONA APRIL BARCELONA APRIL The The Lafarge Way
9 LONA APRIL BARCELONA APRIL BARCELONA APRIL Making our people successful Courage, integrity, commitment, consideration for others and an overriding concern for the Group s interest are the foundations of our management philosophy. Every employee is expected to demonstrate commitment to these values. This is our way of building trust at all levels of our organization. > > > Expecting people Leading by example to give their best All of our employees are expected to perform to their full potential. We believe that entrusting people with responsibilities, and not merely tasks, is the best way to leverage their skills, initiatives, and motivation. We expect each individual working on our sites to contribute to a safe and healthy work environment through responsible behaviors. We value efforts and good will, but we are convinced that accountability is ultimately about delivering results. While the purpose of the organization is to help everyone succeed, we expect all of our people to be open about their difficulties and willing to ask for help when they need it. We want to involve all of our people in our ambition and strategies so they can better contribute their talents, initiatives and energies, and support the accelerating need for change that our businesses require. We want all of our employees to be the key players in the formulation of their own personal objectives. We expect our people to share their experience and to seek that of others. Best practices derive from our ability to recognize and share our local successes, regardless of their scale. We expect all of our people to practice the Lafarge Way in their daily actions. The higher the responsibility, the greater must be the commitment to our values. Leadership is about the ability to mobilize people and to inspire them toward a common ambition and better results. It requires patience, dedication and flexibility to drive change through our organization. Managers are expected to clearly and jointly define the right objectives, delegate authority to execute, provide frequent constructive feedback and evaluate results fairly and consistently. They ensure that achievements are recognized and celebrated. They help their people address potential performance issues early on and ultimately sanction repeated failure. A key responsibility for managers is to develop their people. They expose them to challenging assignments, help them to learn from their achievements and mistakes and support them to outperform themselves. Achieving greater results through teamwork Outstanding achievements are realized as part of a team effort. Teamwork provides the opportunity to complement our individual skills and strengths and to compensate for our weaknesses and shortcomings. Dealing with conflict is an integral and productive part of teamwork. Teamwork is not about reaching consensus on every issue. It is about each individual contributing, accepting and seeking differences of opinion as a source of progress. It is also about ensuring that decisions are clear and implemented with the support of those that have been involved. Trust and confidence are an outcome of effective teamwork. They are built daily through professionalism, personal commitment, shared goals and respect for common rules.
10 ..BARCELONA APRIL BARCELONA APRIL BARCELONA APRIL Focusing on performance improvement > > > Resulting from the actions of all Performance is the accumulated result of the actions of all teams and individual employees at every level of our organization. We want continuous performance improvement to be a day-to-day priority for each person of our Group. Our performance approach concerns all dimensions of our business: safety, strategy, sales and marketing, industrial, financial, human resources, sustainable development. Performance is always measured: Operational performance is measured through a variety of Key Performance Indicators (KPIs) and their financial impact. Global performance results from the combination of operational performance and the economic impact of the environment. It is measured through Economic Value Added (EVA). We want all of our people to be able to measure and understand the impact and consequences of their actions. Reflecting an everyday attitude Striving to continuously improve our offer to our customers and to take the lead over our competitors, reacting to every opportunity offered by a changing environment and encouraging everyone to always do things better are the everyday priorities for a performance-driven organization. We want to promote an environment where individuals and teams: Look forward to constructively challenge and be challenged. Use their creativity and find ways to do more with less. Work at addressing problems and issues before moving on to improve further. Seek to use best practices without first trying to reinvent what other have already done successfully. Focus their energy on execution and drive for results. Support, and be supported by the whole organization, to always achieve greater performance. Sharing systems and tools Performance requires robust and reliable systems and tools. The Group and Divisions have defined a common performance framework for all of our businesses. The Divisions have identified the key value drivers in each business lines. These are the areas where each Business Unit is expected to continuously improve and reach excellence everywhere in the world. The Management Cycle captures the involvement and commitment to a common ambition of all our people in each Business Unit and in each Division.The Management Cycle is structured around the strategic review, the performance plan, the organization and human resources review and the budget. All of our operations use systems and tools in their daily management: common languages, KPIs, benchmarking, best practices, knowledge and information management systems and HR tools, including appropriate training and reward systems.
11 BARCELONA APRIL BARCELONA APRIL BARCELONA With a multi-local organization > > > Building on our local and global strengths Each of our businesses is primarily a local business: our products cannot economically be transported over significant distances, construction markets have strong local characteristics, proximity is important to our customers, relationships with local communities are key, and much of our know-how originates from local experience. For the Group, the challenge is to leverage our global strengths without undermining our local dynamism. Being a multi-local organization is about: Encouraging local initiative through effective delegation supported by reliable global processes and tools. Ensuring that the dialog between staff and line is not simply about control, but about getting the most out of every opportunity our businesses offer. Creating an organization where our global experience and know-how are easily accessible to everyone and permanently enriched, shared and implemented. Leveraging the creativity of local teams to innovate further. Involving Business Unit management teams in addressing the permanent conflicts that arise from operating globally in local businesses. Making our Business Units successful by leveraging the resources of a decentralized organization Managing the tension between local and global is one of the key challenges of our Group and defines the way we are organized. Our Group relies on the dynamism of our Business Units. The Group s activities are carried out by the Business Units, which are the center of our organization.to respond effectively and rapidly to local challenges and serve our customers more efficiently, they are empowered to make most decisions that impact them. Their autonomy is not, however, that of a single independent business. Increasingly their actions have an impact beyond their immediate environment, which requires involving other parts of the Group more systematically in their decisions. They use our global experience to build their local successes but also actively contribute to Group and Division policies, tools and know-how. Divisions are responsible for improving performance and ensuring the long term success of their activities. One of the main duties of the Division is to foster performance improvement, principally through the sharing of experience, internal and external benchmarking and resource optimization. They have a key role in challenging the Business Units in their performance ambitions. The Corporate is responsible for our long term strategies and for the global identity of the Group. The role of the Corporate is to maximize the benefits derived from being a Group: vision and strategic coherence, financial strength, global image, organization and human resources. The Corporate ensures the continuity of our common values, identity and performance culture. International networks accelerate the ability of our organization to share our global experience. Functional and peer networks organize and accelerate our ability to share information and experience. They are the links that both formally and informally connect the diversity and richness of all of our operations worldwide. Sharing clear processes and a limited number of respected and known rules In a group of our size, effective decision-making requires clear and well-defined processes which allow everyone to understand how a decision is made and who is ultimately responsible. The main process involving all levels of our organization is our Management Cycle. It organizes the dialog between staff and line, provides a framework for effective delegation and enables the arbitration of conflicting priorities. It ensures the consistency between Business Unit commitments, Group and Division objectives and the expectations of our shareholders. A limited number of rules is a prerequisite to efficiency and fairness. These rules should be known by everyone in our organization and implemented consistently throughout the Group, the Divisions and the Business Units. To build our performance culture PRINCIPLES OF ACTION/2003
12 management performance global commitments v i sio n c ulture
Our Identity. We want to be leading in everything we do.
Our Identity We want to be leading in everything we do. Preface ALTANA wants to be one of the best specialty chemical companies in the world. We strive to further develop a strong corporate culture and
Learning Center Key Message Guide. 3M Company
Learning Center Key Message Guide The purpose of this Guide is to enable Learning Center communicators to achieve their communication objectives by delivery of consistent messaging, linking to 3M and LC
ICMA PRACTICES FOR EFFECTIVE LOCAL GOVERNMENT LEADERSHIP Approved by the ICMA Executive Board June 2017; effective November 2017
Reorganization The Credentialing Advisory Board proposed, and the Leadership Advisory and Executive Boards agreed, that the ICMA Practices should be organized as a narrative rather than a list. The following
CORE COMPETENCIES. For all faculty and staff
SELF-AWARENESS & PROFESSIONALISM Being mindful of one s impact on others and managing thoughts, feelings and actions in an effective manner. INTEGRITY Conducting oneself and activities according to the
The Umicore Way is supplemented by detailed company codes including the Code of Conduct and the Corporate Governance Charter.
The Umicore Way The Umicore Way is the cornerstone of everything we do at Umicore. Our strategy Vision 2015 sets out our business goals and growth ambitions for the coming years, as well as our sustainable
OUR GUIDING PRINCIPLES
OUR GUIDING PRINCIPLES For some 50 years, the Green Bulletin series described the way John Deere conducted business and put its values into practice. The bulletins served as guides for the judgments and
ΟΤΕ GROUP POLICY ON EMPLOYEE RELATIONS
ΟΤΕ GROUP POLICY ON EMPLOYEE RELATIONS Approved by the Board of Directors of OTE S.A. by minutes No 2914 /18-12-2012 (Single item) OTE GROUP CHIEF HUMAN RESOURCES OFFICER EXECUTIVE DIRECTOR COMPLIANCE,
Volunteer Coordinator
Volunteer Coordinator Ronald McDonald House Charities believes that it s people are an essential part of the Charity and value them and their contribution. This Success Profile adds to the overall value
LeadingforLoyalty.com
LEADER S ASSESSMENT LeadingforLoyalty.com Unit 25 308 Westwood Drive Winnipeg, Manitoba, Canada R3K 1G7 (204) 792-5588 thetrainingsource@shaw.ca Leading for Loyalty ASSESSMENT - LEADER This assessment
new Competency Model Detailed Description and Examples of Updated Capability Framework December 2016
new Competency Model Detailed Description and Examples of Updated Capability Framework December 2016 New Competency Model Competencies - overview Competencies: The competencies are part of the Overall
Section 1: Background and Objective of this Policy. Section 2: Primary Aim for Mizuho s HR Management
Section 1: Background and Objective of this Policy Article 1 - Background and objective of this Policy 1) This Policy stipulates guiding principles for Mizuho s HR management under the HR Vision (refer
EFQM MODEL CRITERIA APPLICABLE TO ANY ORGANISATION
EFQM MODEL CRITERIA APPLICABLE TO ANY ORGANISATION The beauty of the Model is that it can be applied to any organisation, regardless of size, sector or maturity. It is non-prescriptive and it takes into
Leadership Success Factors
SEES THE BIGGER PICTURE Has a good head for business. Is commercially aware. Knows how to make money and save money. Is close to their customers and as a result of this spots opportunities. Is profit focussed
Competency Catalog June 2010
Competency Catalog June 2010 Leadership Competencies Leadership competencies are those generic or cross-organizational competencies that are applicable to various functions and/or posts. They focus on
Corporate Principles. Basic philosophy and its implementation process. cp_02 [ Guiding Principles at Toyota ] Guiding Principles at Toyota
Corporate Principles Toyota strives to be a good corporate citizen trusted by all stakeholders and to contribute to the creation of an affl uent society through all its business operations. We would like
Visionary Leadership. Systems Perspective. Student-Centered Excellence
Core Values and Concepts These beliefs and behaviors are embedded in high-performing organizations. They are the foundation for integrating key performance and operational requirements within a results-oriented
Ed.D. in Organizational Leadership Core Leadership Understandings. Program Competencies
Ed.D. in Organizational Leadership Core Leadership Understandings Program Competencies Some thoughts regarding the core leadership understandings follow: The competencies listed for each core leadership
COURSE CATALOG. vadoinc.net
COURSE CATALOG 2018 vadoinc.net Welcome Welcome to the Vado 2018 Course Catalog. Vado provides any organization or learner numerous opportunities to build the skills needed to lead and manage others, as
Human Resources and Organisational Development: Outcomes
1 Aston People 2020 - Human Resources Strategy Proactively supporting Aston s 2020 Vision Contents Background Page 4 Vision Page 4 Purpose Pages 4-5 Human Resources and Organisational Development: Outcomes
CGMA Competency Framework
CGMA Competency Framework Leadership skills CGMA Competency Framework 1 Leadership skills : This requires a basic understanding of the business structures, operations and financial performance, and includes
About Accenture s values
What they do Accenture is a global management consulting, technology services and outsourcing company, with net revenues of nearly US$20 billion. The company employs approximately 170,000 people in 49
UC Core Competency Model
UC Core Competency Model Developed and Endorsed by: UC Learning and Development Consortium Chief Human Resources Officers Date: May 2011 University of California Staff Employees Core Competencies Communication
The Leadership Model. Executives v2.0
The Leadership Model Executives v2.0 Our Cultural Levers The activators of our Purpose We share a passion for tasty, healthy and well-sourced food. Throughout our customer experience, we proactively share
Core Values and Concepts
Core Values and Concepts These beliefs and behaviors are embedded in highperforming organizations. They are the foundation for integrating key performance and operational requirements within a results-oriented
Manager, Supervisor & CEMA Skill Set Model County of Santa Clara
Leads Innovation Leadership Styles Manages Change Models Integrity, Trust & Transparency Strategic Thinking and Planning Manager, Supervisor & CEMA Skill Set Model County of Santa Clara Conflict Management
ROCKY MOUNTAIN PERFORMANCE EXCELLENCE POSITION DESCRIPTION FOR THE EXECUTIVE/MANAGING DIRECTOR
ROCKY MOUNTAIN PERFORMANCE EXCELLENCE POSITION DESCRIPTION FOR THE EXECUTIVE/MANAGING DIRECTOR ABOUT THE ORGANIZATION: Rocky Mountain Performance Excellence (RMPEx) is a Colorado nonprofit corporation
High Performance Organization
Kai Laamanen HPO description 1 (6) 15.10.2007 High Performance Organization Leaders of today face ever-increasing complexity in private business and public sector. Innotiimi meets the growing need for
Employee Value Proposition (EVP) February 2016
Employee Value Proposition (EVP) February 2016 Why is important an EVP? EVP Talent Development & Career Compensation & Benefits Attracting and Retaining Talent Strategy TO ATTRACT TALENT Nowadays is more
THREE-YEAR STRATEGIC PLAN UPDATE v1
THREE-YEAR STRATEGIC PLAN UPDATE v1 FY2017-FY2019 OUR STRATEGY To develop future professionals through relevant and accessible credentialing programs 100% Member Market Penetration To deliver member value
Core Values and Concepts
Core Values and Concepts These beliefs and behaviors are embedded in high-performing organizations. They are the foundation for integrating key performance and operational requirements within a results-oriented
Job Description GB Head Coach
Job Description GB Head Coach Responsible to: Responsible for: Office location: Term: Salary: Performance Director GB and England National Coaches The National Badminton Centre, Loughton, Milton Keynes,
Motivating Employees. Motivating Employees
Motivating Employees Introduction Strategic management encompasses the use of specialized management tactics in order to achieve organizational goals. (Jong, 2012)Different issues must be addressed in
Leadership Skills for Managers. Fourth Edition
Leadership Skills for Managers Fourth Edition Leadership Skills for Managers Fourth Edition Charles M. Cadwell 2004, 1995, 1988 American Management Association; 1977 by Education for Management, Inc.;
1 WE ARE 01 I Talentis
1 WE ARE 01 I 01 GENERAL PRESENTATION OF TALENTIS is one of the top 3 international executive coaching companies, with 65 senior coaches present in 17 countries. Founded by Valérie Rocoplan in June 2003,
Team Toyota Competencies and Behaviors by Job Level
Team Toyota Competencies and Behaviors by Job Level The Team Toyota Competencies are rooted in the Toyota Way and enable our cultural priorities. The behaviors listed at each competency level provide insights
The High Performance Team Profile
The High Performance Team Profile The High Performance Team Profile While there are many frameworks and methodologies that can help team effectiveness, they often fail to capture the underlying beliefs
Vision, Mission, Strategy and Values
Vision, Mission, Strategy and Values Our Vision To be the world s leading coatings company by consistently delivering high-quality, innovative and sustainable solutions that customers trust to protect
The ITOCHU Group Corporate Philosophy and Code of Conduct
Mission Values 5 self-tests The ITOCHU Group Corporate Philosophy and Code of Conduct The ITOCHU group is a dynamic entity; it is continuously evolving through the actions of its employees. This booklet
Management Manual of the Muhr und Bender Group
Management Manual of the Muhr und Bender Group Property of Mubea - Copyright Page 1 of 14 Foreword from the management Mubea Management Manual Our story starts in the year 1916 it all begins with a spring.
AGC Leadership Competencies
Revised in 2015 Oct. AGC Group Corporate HR 1 What AGC Ask Leaders to Accomplish - The Concept of - AGC considers that an effective leader is the person who: Has the courage to challenge the existing order
A new Framework A new High Standard. Introducing the VI generation
A new Framework A new High Standard Introducing the VI generation 1 2 Outperformance: the ability of an organisation to achieve results that are consistently better than a chosen peer group. Outperformer:
Annual Governance Report. Union National Bank-Egypt. Compliance & Governance Department
Annual Governance Report Union National Bank-Egypt 2016 Compliance & Governance Department Report Contents Vice Chairman Foreword 1. Introduction 1.1 Objective 1.2 Commitment to Comply with Corporate Governance
ebook Series 10 Ways Coaching Can Help Your Leaders and Organization nextsteppartners.com Next Step Partners. All rights reserved.
10 Ways Coaching Can Help Your Leaders and Organization ebook Series Page 1 . Table of Contents Introduction 1. Help leaders focus on the highest impact work 2. Help leaders deliver on ambitious and high
Ready to help lead a dynamic team that is reshaping health care shared services and how they re delivered?
Ready to help lead a dynamic team that is reshaping health care shared services and how they re delivered? Mohawk Medbuy is a national not for profit shared service organization trusted by Canadian hospitals
HR Strategic Plan
UNIVERSITY OF CALIFORNIA Human Resources HR Strategic Plan 2015-2019 Vision Strategy The headline Something happens we have to fix External influence drives action Crisis management Timing: NOW Reaction
Amherst H. Wilder Foundation Search for Vice President, Wilder Center for Communities
Amherst H. Wilder Foundation Search for Vice President, Wilder Center for Communities The Organization Amherst H. Wilder Foundation ( Wilder and Foundation ) is a non-profit organization dedicated to improving
Job Description. Director, Athletics & Recreation. Vice Provost, Student Engagement. Job purpose
Job Description Job title Director, Athletics & Recreation Reports to Vice Provost, Student Engagement Job purpose The Director, Athletics & Recreation is responsible for the effective leadership, vision,
Talent Management Study TRUST IN TALENT How People Oriented Enterprises Excel
Talent Management Study 2018 TRUST IN TALENT How People Oriented Enterprises Excel CONTENT Editorial 3 About the Study 4 Executive Summary 5 1 The Gap between Ambition and Reality: Good Intentions Are
Managerial Competency Guide
Managerial Performance Evaluation and Reappointment Recommendation Managerial Competency Guide Division of Human Resources Competency List: I. Accountability II. III. IV. Communication Skills Customer
How do teams contribute to organizations?
Teams and Teamwork How do teams contribute to organizations? Team A small group of people with complementary skills, who work together to achieve a shared purpose and hold themselves mutually accountable
Scripps Core Competencies
Scripps Core Competencies April 2012 Broad Discernment Definition: Applies knowledge and experience to make informed and timely decisions in the best interest of our owners, customers and employees. Balances
Notes of Strategy Implementation & Control
1. Distinction between Strategy Formulation and Strategy Implementation: Strategy Formulation Is a positioning forces before the action It focuses on effectiveness Is an intellectual process Strategy Implementation
» Kienbaum 360 Degree Feedback
» Kienbaum 360 Degree Feedback Develop leaders. Improve leadership quality. What we offer 2» The Challenge 3 Self-reflected, authentic, confident Why leadership quality is so important good leaders make
NZ POLICE CORE COMPETENCIES. Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop HOW WE DO THINGS: OUR CORE COMPETENCIES
NZ POLICE CORE COMPETENCIES Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop 1 INTRO These are behaviours that are important to achieving our goals. They describe how we work as opposed to
CONTENTS. 2 Winning hearts
Win hearts & minds CONTENTS A little intro from Gordon...4 A Winning Hearts history lesson...6 HR plans for 2014 and beyond...7 Our vision, mission and values...8 Our values in action...10-14 The new Winning
PERNOD RICARD EMPLOYER BRAND BOOK
BUILDING THE PERNOD RICARD EMPLOYER BRAND WORLDWIDE WHY AN EMPLOYER BRAND BOOK? The Pernod Ricard Employer Brand Book has been designed as a practical guide to help you fine-tune your employer branding
NZ POLICE CORE COMPETENCIES. Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop HOW WE DO THINGS: OUR CORE COMPETENCIES
NZ POLICE CORE COMPETENCIES Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop 1 INTRO These are behaviours that are important to achieving our goals. They describe how we work as opposed to
Taking a Global Stance on Employee Engagement Benchmarking against the World s Most Admired Companies
Taking a Global Stance on Employee Engagement Benchmarking against the World s Most Admired Companies A leading global provider of transport and logistics solutions Established in 1982 in Jordan and now
Presentation. Values Create Value. Why Corporate Values Matter. Berlin 14 th October 2004
Presentation Values Create Value Why Corporate Values Matter Berlin 14 th October 2004 1 This presentation covers three main topics Management of corporate culture and values ultimately impacts company
INSPIRING TEAM GREATNESS!
W O R K F O R C E F O C U S Let s Achieve Your Excellence! INSPIRING TEAM GREATNESS! DAWN GARCIA, MS, RN, CMQ-OE 4227 Oak Knoll Drive Eau Claire, WI telephone:715.828.7390 fax: 800-352-4200 www.pursuit-excellence.com
UN GLOBAL COMPACT COMMUNICATION ON PROGRESS 2014
UN GLOBAL COMPACT ON PROGRESS 2014 CONTENTS Introduction 2 About Metz A/S 3 Metz approach to CSR 4 CSR Activities 5 UN Global Compact and ISO 26000 Analysis 5 Responsible Supply Chain Management 5 Our
CAMPUS ADVANTAGE INC. Job Description. JOB TITLE: Corporate Intern
CAMPUS ADVANTAGE INC. Job Description JOB TITLE: Corporate Intern Reports To: Director of Employee Engagement & Training Prepared by: ADP TotalSource January 30, 2016 SUMMARY This position is primarily
MGM RESORTS INTERNATIONAL LEADERSHIP COMPETENCIES
MGM RESORTS INTERNATIONAL LEADERSHIP COMPETENCIES Mission, Vision, Core Values and People Philosophy Our Mission MGM Resorts International is the leader in entertainment and hospitality - a diverse collection
Competencies. Working in Partnership. Creativity and Innovation Organisational and People Development
Competencies Leadership Competency Framework - Summary Technical Expertise Demonstrates an avid interest in continuously enhancing current skills and learning new ones; applies advanced functional or technical
Achieving Results Through Genuine Leadership
Achieving Results Through Genuine Leadership T R A I N I N G Facing tough issues and aggressive goals, top organizations win by preparing genuine leaders who live out the mission and values of the organization.
Custodial Services Strategic Plan
Hamilton College Custodial Services Strategic Plan 2005-2008 February 1, 2005 Table of Contents Context for planning..3 Vision.6 Mission.. 6 Core Values...6 Internal/External Assessment 7 Department Description..
CHAPTER 1 INTRODUCTION TO ENTREPRENEURSHIP. By: Engr. Muhammad Muizz Bin Mohd Nawawi
CHAPTER 1 INTRODUCTION TO ENTREPRENEURSHIP By: Engr. Muhammad Muizz Bin Mohd Nawawi DEFINITION OF ENTREPRENEURS The word "entrepreneur" comes from the French word, 'entreprendre', which means to undertake
Position Description: Mentor, I CAN Network
Position Description: Mentor, I CAN Network Purpose of the Mentor role The Mentor will build the confidence and enable young people on the Autism Spectrum through empowering mentoring relationships. The
Turning dreams into reality
Turning dreams into reality Contents Introduction Corporate Vision Corporate Values 2 4 5 What we strive for Society and Environment Profit and Growth Shareholders and Investors Global Perspective What
Employee engagement is promoted by a myriad of
SHRM Foundation Executive Briefing Employee Engagement: Your Competitive Advantage Sponsored by Randstad Employee engagement is promoted by a myriad of consultants, books and articles, but does it really
WorkPlace Engagement Survey
WES Report designed for WEC - WECTest WorkPlace Engagement Survey Survey Taken: 12/26/08 Printed: 7/20/09 Profile Strategies 800 406 0087 jobfitnow@tcsn.net www.personnelinsights.com Copyright 2001 2009
PERFORMANCE MANAGEMENT PROCESS. For Full-Time Faculty, Staff, and Administrators
PERFORMANCE MANAGEMENT PROCESS For Full-Time Faculty, Staff, and Administrators GOALS & GUIDING PRINCIPLES Philosophy and Purpose of Performance Management Goal of Performance Management at San Jacinto
The shifting demographics and thriving economy of the San Francisco Bay Area have changed how we must plan for the future and created challenges in:
2020 STRATEGIC PLAN SYNERGY SCHOOL was founded in 1973 as a teacher cooperative that would provide children of the San Francisco Bay Area a creative and diverse student-centered learning environment.
The CMO s Role in Activating Corporate Messaging Inside the Business
The CMO s Role in Activating Corporate Messaging Inside the Business How marketing can cross organizational boundaries and bring the corporate story to life in the customer experience. As marketers begin
BUILDING A CULTURE OF ENGAGEMENT: THE IMPORTANCE OF SENIOR LEADERSHIP
BUILDING A CULTURE OF ENGAGEMENT: THE IMPORTANCE OF SENIOR LEADERSHIP Dale Carnegie Training White Paper Copyright 2012 Dale Carnegie & Associates, Inc. All rights reserved. Senior_leadership_121412_wp
STÄMPFLI GROUP THE STÄMPFLI CORPORATE CULTURE
STÄMPFLI GROUP THE STÄMPFLI CORPORATE CULTURE THE STÄMPFLI CORPORATE CULTURE Our corporate culture encourages the right of employees to have a say and to help shape the company as well as promoting health,
KNOWLEDGE ACQUISITION (KA)
COMPANY A B C D E Average ABSORTIVE CAPACITY (Section A) KNOWLEDGE ACQUISITION (KA) Organization values employees opinions and Attitudes 1 We survey employees regularly to assess their attitudes toward
DTR9274O1HJ/TGDTRm5Xgw33Z. Department Survey Sample Department
DTR9274O1HJ/TGDTRm5Xgw33Z Department Survey Sample Department Feedback Report 1/9/217 About This Survey Sample Department, 1/9/217 This multi-rater survey is designed to assist your department in assessing
Finance Division. Strategic Plan
Finance Division Strategic Plan 2014-2019 Introduction FINANCE DIVISION The Finance Division of Carnegie Mellon University (CMU) provides financial management, enterprise planning and stewardship in support
COLLEGE OF PHYSICIANS AND SURGEONS OF ONTARIO GOVERNANCE PROCESS MANUAL
COLLEGE OF PHYSICIANS AND SURGEONS OF ONTARIO GOVERNANCE PROCESS MANUAL December 2016 Table of Contents Governance Roles and Responsibilities Table of Contents OVERVIEW OF GOVERNANCE... 3 GOVERNANCE ROLES
Make engaging performance conversations a reality
Make engaging performance conversations a reality Ranked #1 in Customer Satisfaction by Performance Management COACH Halogen is a natural fit in terms of making performance management more powerful for
Developing talent in a global environment pursuing success with the employment value proposition
Developing talent in a global environment pursuing success with the employment value proposition Background of PETRONAS - Video Page 2 Our Current Corporate Structure Fully integrated business along the
RAMBOLL FOUNDATION 2016 LONG TERM PRIORITIES AND AIMS
RAMBOLL FOUNDATION 2016 LONG TERM PRIORITIES AND AIMS 2 Intended for The Group Board of Directors Document type The Foundation s Direction and Stewardship Memorandum Date 06 April 2016 Purpose This document
The 10 Core Values of Zappos
The 10 Core Values of Zappos Core values are what support the vision, shape the culture and reflect what the company values. They are the essence of the company s identity the principles, beliefs or philosophy
Strategic Plan Arlington County Department of Parks and Recreation
Strategic Plan 2016-2020 Arlington County Department of Parks and Recreation Vision Arlington will be the happiest, healthiest place to live, learn, work and play. Mission DPR promotes wellness and vitality
Success Profile Business Relationship Manager (SNSW)
Success Profile Business Relationship Manager (SNSW) This Success Profile outlines the role purpose, key responsibilities, and measures of success, values and skills required for success in your role.
The core values of True North are embodied within the principles of The Right Way.
Values Charter Values Charter N FOREWORD The core values of True North are embodied within the principles of The Right Way. At True North, The Right Way goes beyond a simple expression of values It is
To achieve our vision of helping patients around the world, we are creating an organization that can fully leverage diversity.
Labor At a Glance To achieve our vision of helping patients around the world, we are creating an organization that can fully leverage diversity. Takeda is endeavoring to attract and develop diverse global
Chief Constable of Cleveland Police
Chief Constable of Cleveland Police JOB DESCRIPTION Job Title Service Unit Team Responsible to Salary Range Vetting Status Chief Constable Cleveland Police Cleveland Executive Team Police and Crime Commissioner
WHITEPAPER. Sirota Dynamic Alignment Model Competency Alignment
WHITEPAPER Sirota Dynamic Alignment Model Competency Alignment Introduction Although competency models invariably differ across organizations, similarities often exist. Hogan developed the Model to capture
ROLES OF A SUPERVISOR 1
ROLES OF A SUPERVISOR 1 Laura H. Chalkley Excellence is not an accomplishment. It is a spirit, a never-ending process. Lawrence M. Miller, author and leadership and management consultant 1 SNAPSHOT This
Job Profile Summary. Electrical Engineer I, Electrical Engineer II, Senior Electrical Engineer, Principle Electrical Engineer
ITW Core Values: Integrity, Simplicity, Trust, Respect, Shared Risk ITW Organizational Goals: Solid Growth, Strong Returns, Best in Class Job Profile Summary Job Profile: Business Unit Title: Reporting
CPA Canada Advancing Women in Leadership.
CPA Canada Advancing Women in Leadership www.cpacanada.ca/women Engaging Men as Inclusive Leaders Vandana Juneja, MBA, LL.B. Senior Director Catalyst CPA Canada Webinar February 21, 2017 Catalyst 2016
VISION, MISSION, VALUES
VISION, MISSION, VALUES Vision Statement: Through a combination of best practices and well established strategic partnerships, the Department of Human Resources will recruit, develop, and support the diverse
Competencies Required to Pass the ASP Certification Exam(s) Level 2: (SMP) Strategic Planning Professional
Competencies Required to Pass the ASP Certification Exam(s) Domain Level 1: (SPP) Level 2: (SMP) Strategic Planning Professional Strategic Management Professional The candidate should know and/or understand
22 days (+ 3 discretionary days at Christmas Period) Clúid Housing is a progressive and dynamic not-for-profit Irish housing association.
Role: Contact Centre Manager Location of Employment 159-161 Sheriff Street Upper Dublin 1 Reporting to Responsible for Salary Contract Probation Pension Hours Leave Director of Housing Services Contact
Introduction - Leadership Competencies
Introduction - Leadership Competencies The leadership framework is closely linked to the Centrica values - trust, pride, challenge, support and passion for customers. The behavioural indicators for each
Developing a Credit Union CSR Policy
Developing a Credit Union CSR Policy By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.com Introduction The following is the result of a high-level content analysis of CSR and sustainability
Knowledge Points. Building Bonds: Pathways to Better Board/CEO Relationships. Fostering a Dynamic Board/CEO Relationship: What Creates Success?
This presentation was made possible by Building Bonds: Pathways to Better / Relationships Knowledge Points Success factors in fostering a dynamic board/ relationship Building mutual trust compensation
Globalization of HR and How Digital Transformation can Help. In partnership with: HR.Payroll.Benefits.
Globalization of HR and How Digital Transformation can Help In partnership with: HR.Payroll.Benefits. 2 Globalization of HR and How Digital Transformation can Help Globalization of HR and How Digital Transformation